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Determinants of Personality
Nature: Biological heritage, and genetic makeup. Nurture: Life experiences. Copyright © 1999 Addison Wesley Longman

Attraction-Selection-Attrition (A.S.A.) Framework
The idea that an organization attracts and selects individuals with similar personalities and loses individuals with other types of personality. Copyright © 1999 Addison Wesley Longman

Advice to Managers Acknowledge and appreciate that workers’ feelings, thoughts, attitudes, and behaviors are partly determined by their personalities, which are difficult to change. Realize that you might need to adjust your own feelings and actions to work effectively with others. Copyright © 1999 Addison Wesley Longman

Advice to Managers When you are trying to understand why workers’ have certain attitudes and behave in certain ways, remember that attitudes and behaviors are determined by the interaction of an individual’s personality and the situation in which the individual works. Copyright © 1999 Addison Wesley Longman

Advice to Managers When feasible, structure an individual’s work situation to fit his or her personality. A good match is likely to result in positive attitudes and behaviors. Encourage an acceptance and appreciation of the diverse personalities in your organization. Copyright © 1999 Addison Wesley Longman

The Big Five Model of Personality
Extroversion Neuroticism Agreeableness Conscientiousness Openness to Experience Copyright © 1999 Addison Wesley Longman

FIGURE The Hierarchical Organization of Personality Source: Adapted from R. R. McCrae and P. T. Costa, "Discriminant Validity of NEO-PIR Facet Scales,” Educational and Psychological Measurement, 52, pp. 229–237. Copyright Reprinted by permission of Sage Publications, Inc. Copyright © 1999 Addison Wesley Longman

Extroversion The tendency to experience positive emotional states and feel good about oneself and the world around one; also called positive affectivity. Specific traits include positive emotions, gregariousness, and warmth Copyright © 1999 Addison Wesley Longman

Neuroticism The tendency to experience negative emotional states and view oneself and the world around one negatively; also called negative affectivity. Specific traits include anxiety, self-consciousness, and vulnerability. Copyright © 1999 Addison Wesley Longman

Openness to Experience
The extent to which a person is original, has broad interests, and is willing to take risks. Specific traits include fantasy, actions, and ideas. Copyright © 1999 Addison Wesley Longman

Other Organizationally Relevant Personality Traits
Locus of control Self-monitoring Self-esteem Type A and Type B personality Need for achievement Need for affiliation Need for power Copyright © 1999 Addison Wesley Longman

Locus of Control External Locus of Control: describes people who believe that fate, luck, or outside forces are responsible for what happens to them. Internal Locus of Control: describes people who believe that ability, effort, or their own actions determine what happens to them. Copyright © 1999 Addison Wesley Longman

Definitions Type A Personality: A person who has an intense desire to achieve, is extremely competitive, and has a strong sense of urgency. Type B Personality: A person who tends to be easygoing and relaxed. Copyright © 1999 Addison Wesley Longman

Definitions Need for Achievement: The desire to perform challenging tasks well and to meet one’s own high standards Need for Affiliation: The desire to establish and maintain good relations with others. Copyright © 1999 Addison Wesley Longman

Advice to Managers Realize and accept that some workers are more likely than others to be positive and enthusiastic because of their personalities. Similarly, realize and accept that some workers are more likely than others to complain and experience stress because of their personalities. Copyright © 1999 Addison Wesley Longman

Advice to Managers Provide an extra measure of direct supervision to workers who don’t take the initiative to solve problems on their own and always seem to blame someone or something else when things go wrong. Copyright © 1999 Addison Wesley Longman

Advice to Managers Provide additional encouragement and support to workers with low self-esteem who tend to belittle themselves and question their abilities. Realize and accept that Type A individuals can be difficult to get along with and sometimes have a hard time working in teams. Copyright © 1999 Addison Wesley Longman

Advice to Managers Let subordinates who seem overly concerned about other people liking them know that sometimes it is necessary to give honest feedback and be constructively critical (such as when supervising others.) Copyright © 1999 Addison Wesley Longman

Types of Ability Cognitive Ability Verbal Ability Numerical Ability Reasoning Ability Deductive Ability Physical Ability Spacial Ability Perceptual Ability Ability to Remember Copyright © 1999 Addison Wesley Longman

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